Tackling Work-Related Stress
Resources
Health and Safety Executive (HSE) 2019
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Management Standards Presentation
Tackling Work-Related Stress Using the Management Standards Approach:
Step-by-step workbook for managers
Management Standards for Tackling Work-Related Stress
Working Together to Reduce
Stress at Work
Management Standards for
Tackling Work-Related Stress
Are you doing enough?
Stress Management Competency Indicator Tool Questionnaire
Management Standards
Indicator Tool Guide
Checklist: Are Steps Taken to Tackle Work-Related Stress?
How to run Steering Groups
How to Organise and Run Focus Groups
Tackling Work-Related Stress Action Planning Template
Example of a Stress Policy
Talking Toolkit: Preventing Work-Related Stress
Health and Safety Executive (2017)
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Excessive pressure and demands at work can cause stress. HSE's Talking Toolkit helps you to have a series of conversations with workers to identify and help prevent work-related stress.
The Talking Toolkit is designed to be used as a framework to help line managers have simple, practical conversations with school employees. It should not be used as a sole response to an existing problem with work-related stress in your school but can be combined, for example, with the Teach Well Alliance's Toolkit (Go to https://www.teachwellalliance.com/#teach-well-toolkit for more information).
The toolkit has six templates for six different conversations, each with a different theme designed to get you talking about issues which may be causing work-related stress or issues which could have the potential to become future causes if not managed effectively.
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'Talking Toolkit: Preventing Work-Related Stress'
Teacher Wellbeing Index 2018
Education Support Partnership
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'Teacher Wellbeing Index 2018'
"[In] This ...year’s Index ...over a third of education professionals said their job had made them feel stressed most or all of the time in the past few weeks, compared to 18% of the UK workforce overall. A staggering 57% have also considered leaving the sector within the past two years because of health pressures. The consequence is a mounting recruitment and retention crisis.
Teaching is one of the most important jobs there is, a chance to shape the future of the next generation. But by turning the role into an unmanageable task we risk alienating those with the passion and skill to succeed".
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'Teacher Wellbeing Index 2018'
Supporting Staff Wellbeing in Schools
Anna Freud Centre for Children and Families
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'Supporting Staff Wellbeing in Schools'
'Teaching is a tough job. It can be immensely rewarding but also physically and emotionally draining. Safeguarding and mental health issues can be intense and complex. Children’s behavioural and emotional problems are increasing. Many schools recognise this and provide support for their staff. The new focus on children’s mental health, though serves as an important reminder to us that we must couple support for school staff with the ambitions we have for children’s wellbeing. If we don’t we will be letting down all school staff.
If we want our school staff to do what’s asked of them, then we need to make sure that their mental health and wellbeing is effectively supported.”
Professor Peter Fonagy, CEO of the Anna Freud National Centre for Children and Families
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'Supporting Staff Wellbeing in Schools'
Thriving at Work
The Farmer/Stevenson Review of Mental Health and Employers (2017)
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'Thriving at Work: The Farmer/Stevenson Review of
Mental Health and Employers'
'This study has led us to conclude that underneath the stigma that surrounds mental health and prevents open discussion on the subject, the UK faces a significant mental health challenge at work.
• While there are more people at work with mental health conditions than ever before, 300,000 people with a long term mental health problem lose their jobs each year, and at a much higher rate than those with physical health conditions.
• Behind this, our analysis shows that around 15% of people at work have symptoms of an existing mental health condition. The human cost is huge, with poor mental health having an impact on the lives of many individuals and those around them. This manifests itself in a variety of ways both at work and at home, and impacts a person’s ability to manage other elements of their personal life. Then there is the ultimate human cost of loss of life through suicide. We know that rates of poor mental health and suicide are higher for employees in certain industries.
With the help of an independent study on the cost to employers commissioned from Deloitte, we have also found:
• There is a large annual cost to employers of between £33 billion and £42 billion (with over half of the cost coming from presenteeism – when individuals are less productive due to poor mental health in work) with additional costs from sickness absence and staff turnover.
• The cost of poor mental health to Government is between £24 billion and £27 billion4 . This includes costs in providing benefits, falls in tax revenue and costs to the NHS.
• The cost of poor mental health to the economy as a whole is more than both of those together from lost output, at between £74 billion and £99 billion per year. At a time when there is a national focus on productivity the inescapable conclusion is that it is massively in the interest of both employers and Government to prioritise and invest far more in improving mental health...'
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'Thriving at Work: The Farmer/Stevenson Review of
Mental Health and Employers'
Mental Health Toolkit for Employers
Business in the Community/Public Health England (2016)
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'Mental Health Kit for Employers'
Business in the Community has partnered with Public Health England to produce a free, online toolkit to help every organisation support the mental health and wellbeing of its employees. It will help employers take positive actions to build a culture that champions good mental health and provides a greater understanding of how to help those who need more support.
This toolkit will help employers pick out the most valuable resources, and help to develop an approach that works. For larger organisations, the toolkit is also a useful resource to share with businesses in their supply chain and across their network.
Every organisation has an opportunity to support and develop a mentally healthy workforce and it doesn’t need to be complicated – this toolkit will help you understand and act, step by step.
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'Mental Health Kit for Employers'
Managing Mental Health in the Workplace
Unum/Mental Health Foundation (2017)
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'Managing Mental Health in the Workplace'
'Managing Mental Health in the Workplace' looks at safeguarding staff wellbeing, addressing problems before they become severe, and supporting staff when issues do emerge. It's not about becoming an expert in mental health - it's about spotting the signs that something might be wrong. It will signpost the right support and resources and offer suggestions for putting strategies in place to support good mental health.
This paper will help you to:
- understand why good mental health matters in the workplace
- know the role that you and your managers can play in spotting and handling mental health issues at work
- be aware of medium to long-term actions for improving mental health in the workplaces and how to build awareness of them.
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'Managing Mental Health in the Workplace'
